Priority Fields of Activities and Development Prospects of the Company

Improvement of power supply
 

Proactive grid development. implementation of new technologies

Growth of investment attractiveness and capitalization

Improvement of service quality. availability of grid connections

Improved professional level and loyalty of personnel

Company Mission

Providing the electric power for the capital region of the Russian Federation, PJSC MOESK ensures the maximum level of reliability and availability of distribution grid infrastructure due to the use of energyefficient technologies and innovations, and due to strict compliance with the global quality standards of service delivery and observance of the best corporate governance practices.

Commentary-interview of the Director for Business Processes Automation A. A. Areshkin

The main areas of development for the next three years and strategic goals of the Company are defined by the Program of Priority Goals for the Period through 20152. This document was developed on the basis of the provisions set forth in the Russian Federation Energy Strategy through 20303, development strategies (including energy strategies) for the regions of Company presence4 with consideration of interests and requirements of the key shareholders.

In order to improve the reliability of electric power supply to consumers, the Company fulfilled a complex of tasks, including: replacement of 1,425 km of overhead lines with self-supporting insulated conductors, arrangement of remote control functionality for 45 stations rated for 35-220 kV and 15 distribution points and transformer stations in 6-20 kV grid, clearing the overhead line routes running through forests according to the regulatory parameters (3.5 ha for HV grids and 495 km for distribution grids), organization of dispatch control point in Novaya Moskva branch of PJSC MOESK, optimization of work performed by repair and mobile work teams due to implementation of universal approach and utilization of modern equipment and tools.

In 2015, in order to provide mobile teams with additional transportation means, the Company purchased 80 transportation vehicles (20 Kamaz trucks, 56 GAZ-Sobol light commercial vehicles, 4 Ford Transit vehicles).

Due to fulfillment of the planned tasks, the average time required to restore the power supply to consumers was reduced from 220 minutes in 2011 to 81 minutes in 2015 in Moscow region and from 50 minutes in 2011 to 23 minutes in 2015 in Moscow (within old boundaries). This indicator is considered by the Company as the key indicator which can be used to assess the achievement of goals in terms of improvement of electric power supply reliability.

In order to considerably improve the client service level, the Company fulfilled the following key tasks: complex optimization and automation of the entire cycle of technological connection to reduce the connection timeframe and simplify the connection procedures for all client categories, implementation of efficient schemes for interaction with the power supply companies to enable the clients to execute all the documents associated with technological connection services at one point, development and provision of additional services to the consumers.

Following the implementation of the above measures, the timeframe required for preparation of contracts on technological connections was reduced to 7.5 days in 2015, the share of technological connections arranged within the time limits required by the law increased to 95%, which resulted in upgrading of Moscow position in the regional rating and Russian Federation position in the international rating of the World Bank in the category “Getting Electricity” (in the framework of the survey “Doing Business”) to rank 29 (which is 24 points higher compared with the previous rating).

Due to implementation of activities aimed at proactive grid development, the share of feed centers with reserve power capacity available for technological connection of consumers was increased (to 87% in Moscow, to 82% in Moscow region).

Speaking of the main tasks associated with improvement of HR professional level and loyalty in 2015, I would like to mention the increase in the salary levels and development of incentives systems based on assessment of the employee results, increase in the share of internal training to 70.5%, establishment of candidates’ pool for the key positions in the Company, higher level of occupational safety and lower occurrence of work-related injuries.

Dynamics of Achievement of Key Indicators in the Framework of the Company’s Priority Tasks for 2013-2015

Strategic objective Indicator description Target indicator value for 2015 in compliance with priority tasks 5 Dynamics of achievement of indicators according to priority tasks
Actual in 2013Actual in 2014Actual in 2015
Improvement of electric power supply reliability Average time required for electric power supply recovery, minutes        
Moscow (within old limits): 45 46 3723
Moscow region: 150 122 7081
New Moscow: 120 108 5775
Reliability indicator, hour/ connection point:      
Moscow 0.000484 0.000410 0.0003080.000245
Moscow region 0.073412 0.022525 0.0094140.004200
Improvement of service quality. Availability of technological connection Share of contracts on technological connections which were performed in due time, % 99 83.39 89.73 95.35
Average time required to prepare an offer for the contract on technological connection (for applicants with power supply rating up to 150 kW), days 15 19.4 8.177.47
Number of physical visits to MOESK offices in case of technological connection <3 3 32 maximum
Proactive grid development. Implementation of new technologies Share of feed centers with reserve capacity for technological connection of consumers,%:        
Moscow 76 64 7887
Moscow region 72 66 7982
Overall transmission power losses,% 8.55 9.16 8.778.55
Enhancement of investment attractiveness and capitalization Specific operation costs, RUB thous. / 1 conventional unit 17.8 17.48 15.63 15.13
Improvement of personnel’s professional level and loyalty Wok time loss due to work-related injuries (LTIFR), hour 4 3.79 1.23 0.47

In 2015, the Company developed the draft Strategic Development Plan for 2017 and for the Period through 2020 based on the Strategy for Development of the Power Grid Complex in the Russian Federation5 and the results of Priority Tasks fulfillment.

The Company defined the following priority strategic goals for the next five years:

  1. Maintain the high level of economic efficiency and capitalization relative to the average industry level
  2. Achieve the reliability level indicators as required by the main stakeholders
  3. Ensure the high level of service in the field of technological connections.

In order to achieve its strategic goals, the Company sets the following strategic priorities:

1. Consolidation of electric grid companies in the Moscow area in the manner which would be economically beneficial for MOESK.

In the framework of this priority field, the Company plans to increase the share of gross revenue requirements (GRR) in the regions of presence and increase the share in the net supply.

2. Development of electric grid complex in New Moscow territories

In the framework of this priority field, the Company plans to achieve the following indicators in в 2017:

  • Average time required for electric power restoration — 50 minutes (Moscow within the new limits).

  • New supply growth — “+15%”

    3. Reduction of losses and minimization of operating and investment costs required to ensure the necessary level of reliability, safety, and service quality

    • Reduction of specific incident occurrence rate by 10% minimum
    • Reduction of spare parts stock by 15%
    • Reduction of post-emergency recovery time
    • Increase in the share of repair and operation activities performed using the Company’s own resources due to inclusion of field service personnel into the Mobile Work Team, possibility to divide the team into several groups with operating personnel members in each group.
    • Allocation of up to 15% of the total work hours of mobile work teams for performance of additional activities which are not connected with maintenance and repair tasks, e.g., for arrangement of technological connections using the Company’s own resources or for performance of work on the customer’s side (additional services).
    • Reduction of the specific investment costs by 30% by the year 2020 relative to the level of 2012 (in RUB per physical unit — km, MVA).

    The Company plans to achieve the following indicators by 2020:

    • Level of electric power losses in Moscow — 7.34%
    • Level of electric power losses in Moscow region — 6.83%.

    4. Improved efficiency of technological connection process

    • Number of technological connection procedures — 3
    • Timeframe for preparing an offer: 3 days for electric installations rated up to 150 kW; 5 days for electric installations rated from 150 kW to 670 kW
    • Connection timeframe: 90 days for electric installations rated up to 150 kW; 180 days for electric installations rated from 150 kW to 670 kW.

    5. Development of non-regulated business types

    In the framework of this priority field, the Company plans to achieve the following indicators by 2020:

    • The share of revenues from additional services in the total revenues — 3%
    • Sales margin for additional services — 44%.

    6. Improvement of labor efficiency and development of human resources

    The key activities for improvement of labor efficiency are:

    • Rational organization of production personnel work due to optimization of mobile team work.
    • Enhancement of HR flexibility, personnel training for development of associated skills (at least 50% of team members hold permits for routine switching operations, 100% of workers performing certain tasks have associated work skills such as sling operator, tower worker, diesel generator set operator, etc.).
    • Revision of technological charts and work performance regulations.
    • Reduction of administrative and management personnel.
    • Establishment of candidates’ pool for the mid-term and long-term perspectives of the Company with at least 3 candidates for each key position.

    7. Ensuring the high safety level of electric power grid complex

    • Higher level of anti-terrorist protection for the facilities and personnel due to integration of cutting-edge information technologies into the physical protection system of the facilities; installation of additional security systems;
    • Minimized economic risks due to support of activities for implementation of large investment projects and improvement of security system for the business processes with the highest risk of corruption;
    • High information security due to protection of information and telecommunication infrastructure from the leaks of confidential information and personal data.
  • My Report

    Your page has been added successfully.